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Motivation: A Soft Approach to Energy Management
In the last ten years, industrial managers have become aware of the impact that energy problems can have on the effectiveness of their businesses. This has required management to redefine goals, develop competence in new areas, and in many cases, develop a new organizational leg: Energy Management (EM). EM is still somewhat in its infancy and often a nebulous entity in the organizational chart. Its general objective is to conserve energy, including eliminating energy waste and improving energy efficiency. Energy conservation projects, whether conceived by formal energy managers or by traditional administrators, are concerned with getting the largest energy savings for the least investment. This has led many energy engineers to spend the majority of their time looking for conservation opportunity in energy intensive areas of their facility (e.g. heat treat, foundry). Although these opportunities may show large energy saving potentials, they may also require large amounts of capital for replacement or retrofit of the equipment. With a listless economy, compounded by uncertainties associated with the overall energy problem, the approvals for expenditure needed for these projects are repeatedly being denied. Simply said, the competition for corporate funds is vicious and conservation projects are not always considered the best place for those funds.
Eibes, T. J. (1984). Motivation: A Soft Approach to Energy Management. Energy Systems Laboratory (http://esl.tamu.edu); Texas A&M University (http://www.tamu.edu). Available electronically from